Archive for the ‘PR’ Category

The Prince of social media

Thursday, March 6th, 2014 by Tim Hudson

Prince and 3rdEyeGirl - Manchester 21st Feb (2)

Prince and Social Media are two things which have been hard not to notice and have caused quite a stir in the UK recently.

Prince has been in the country performing a series of ‘pop-up’ concerts, promoting a forthcoming album and, if speculation is to be believed, working on some summer festival deals.

It’s not just the concerts themselves, taking place in small venues in London and Manchester, that have reasserted Prince as a man who stands out from the crowd in both talent and approach, but the way those concerts have been promoted.

As Econsultancy’s David Moth points out, “the ‘guerilla’ shows are part of Prince’s policy of avoiding middlemen and traditional marketing.”  Famously (infamously, perhaps), Prince has given away new albums with UK newspapers and was part of a long and well-documented dispute with his former record label, Warner Bros. over creative ownership and control.

And so, no one was really surprised that the man who once said “the internet is dead” promoted the recent spate of gigs almost entirely through Social Media, not only prompting queues thousands-long outside the venues but also gaining print and broadcast media coverage, most notably through Woman’s Hour and Newsnight.  As noted in The Sunday Times’s profile, “when a current affairs news show takes notice, you have got an event.”

Prince’s management and PR duties fall to CEO of Kikit Ltd. and Entrepreneur of the Year Nominee, Kiran Sharma, and the aptly named Purple PR.  Ms Sharma was very visible throughout the campaign, using her personal Twitter account to make announcements and share comments from fans and Prince’s current band, 3rdEyeGirl.  The PR company, however, seemed almost invisible.  And that’s where the success of the last few weeks lies.

The perception was that Prince and his troupe had arrived in the UK and were looking for some small venues to play, with no real planning.  On the red carpet of The Brit Awards, a member of 3rdEyeGirl said, “we don’t know until the morning where we’ll be playing that night.”  This sent fans into a frenzy, connecting via Social Media from across the UK to try and dig out and share any vital information on the gigs.  The hashtags #princewatch and #princearmy appeared, seemingly from the fans, and a fan-run account @PrinceWatchUK was set-up specifically for this purpose.

Kevin Costner was once told “if you build it, they will come” and here was an excellent example of this at work.  The hashtags trended, there was 24 hour engagement and this all seemed to be coming just from the fans, with a few pieces of input from Ms Sharma and 3rdEyeGirl (for example with official YouTube clips from the gigs).

Clearly there was more going on behind the scenes than was presented.  In order to move that many people around London, let alone the UK, this had to be well-planned.  There’s even been suggestion that, on the night that tickets rose from being £10 to £70 and fans created the #10poundprince hashtag as a backlash, prompting tickets to be reduced again, it was actually Purple PR hard at work creating some trickery to gain yet more attention.

Whatever mastery was at work, this was a unique event, promoted in a unique way.  This was a utilisation of modern media, the like of which has not been seen before, purely relying on the word-of-mouth generated by Social Media output to sell-out each show played and generate a huge amount of valuable mainstream exposure. (They even turned Manchester Town Hall purple for the occasion!)

What has all this done for Prince’s reputation?  Certainly there has been upset from those who don’t regularly use Social Media; has he alienated a large amount of people?  Those who are disabled and unable to queue all day outside gigs have also been challenged by his tactics.

I would suggest that Prince’s team will be more likely asking the question, “Has all this helped us achieve our goals?”  If those goals were indeed to pre-promote the new album and secure that lucrative summer deal then only time and album sales will tell.  For a few days near the end of February, though, one didn’t have to look far (be it online on the radio or on the newspaper rack) to read word of Prince, hear his new music and see fans going crazy!

About Tim Hudson

Tim Hudson is an Accredited PR Practitioner, a member of the CIPR North West Committee and is currently based in-house at Cheadle Hulme School. Tim has seven years’ experience in the education sector and specialises in copywriting and social media.

5 ways to beat the trolls

Thursday, June 27th, 2013 by David Jamieson

Until fairly recently a troll was one of those odd little plastic naked fellows with fluorescent hair. Repulsive, but harmless and easy to avoid. How times have changed. Nowadays, any communications professional incorporating social media into their campaigns must always, always ask “how could the trolls hijack this?” before trying to mobilise the masses online.

Durex is one of the latest brands to fall victim to internet pranksters. Its online poll invited nominations for anywhere in the world to be covered by its ‘SOS Condoms Service’; emergency condom delivery for frisky but not risky couples. But it returned a less than ideal winner – the conservative Muslim town of Batman in southern Turkey.

Inspired by just how avoidable that outcome was, here are five things I think every one of us should do to either pre-empt the trolls or at least manage them when they rear their ugly heads.

1) Think like a troll – forewarned is forearmed, he who fails to plan and all that. Get the team together and run through every imaginable scenario, or open it up to the entire company. Be ruthless and get enough brains on the job and you stand a good chance of uncovering at least the most obvious potential slip ups, and probably some of the more left field ones too.

2) Establish some boundaries, or nudge people down (or away from) a particular route. This might sound counter to the spirit of social media, but what Durex got completely wrong was to allow the general public – which includes some very cheeky little monkeys – to choose anywhere in the world. If the choice had been limited to London, Paris, New York or Dagenham, their poll might not have had such a limp ending.

3) Know your audience…and your haters. McDonalds’ now infamous #McDStories campaign might have been avoided if they’d remembered that antipathy for their brand probably equals the love for it, and hate is often more of a call to action than love. Waitrose learned a similar lesson with its “Finish the sentence: I shop at Waitrose because…… #waitrosereasons” Twitter campaign. Everybody thinks they’re more popular than they actually are, but when planning a social media campaign it will pay off to be real. Remember that when pressing the launch button, you’re not likely to get in front of just fans.

4) Have a clear response policy – nine times out of ten it’s best not to respond at all, but there may be some anticipated scenarios identified in advance that can or should be managed. In these cases, flow diagrams illustrating the twists and turns, the “ifs” or “ands” that you’ve planned for will help you maintain a bit of control with measured responses. However, exercise a bit of pragmatism in actual delivery – stock responses that vaguely relate to the original prompt come across as stilted and impersonal. If you have someone with a genuine problem, then this kind of response is unlikely to lead to a satisfactory resolution. Still, if you suspect you have a real live troll on your hands, then it really is better not to give them the satisfaction. And remember, don’t take it personally – or you might be provoked into doing something rash.

5) Not all angry people are trolls. It’s important not to adopt a siege mentality, because not all angry people are trolls; some may have a real issue with you that needs addressing. Scratch the surface of that angry tweet and you might find an easily solvable problem that you can publicly solve.


David Jamieson (@JamiesonDavid) is an Account Manager at TopLine Communications, a specialist digital communications and crisis PR agency

About David Jamieson

David Jamieson (@JamiesonDavid) is an Account Manager at TopLine Communications, a specialist digital communications and crisis PR agency

Manchester B2B PR consultancy Metamorphic PR launches

Friday, February 1st, 2013 by Jon Clements


Jon Clements - Chartered PR practitioner

Metamorphic PR – a Manchester-based B2B, corporate and marketing communications consultancy has been launched.

In a rare interruption to PR Media Blog’s normal blogging business – and for that I appreciate your patient indulgence – I invite you to visit the brand spanking new website where you’ll find the story behind the launch of Metamorphic PR.

And, keep your eyes peeled from Monday for the first in a special launch series of five, daily blog posts, each tackling a relevant area of activity that could have a bearing on a business’ PR and communications activity.

The first one – going live on Monday morning – tackles the benefits of blogging.

And – just in case you were wondering – PR Media Blog won’t be going away…!

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Corporate reputation resolutions for 2013

Thursday, January 3rd, 2013 by Jon Clements


Laurence Oliver and Frank Finlay in Shakespeare’s Othello – a study in the power of reputation.


Among the other resolutions that New Year brings, how will business leaders resolve to improve their companies’ corporate reputation in 2013?

And, oh boy, does the business world need to clean up its act.

With the exception of two among Channel 4’s top 10 business stories of 2012, scandal, fraud, bad practice and incompetence appear to reign supreme. In most cases of exposed corporate malfeasance, somebody is made to pay; either in cold, hard cash fines, doing time behind bars, resignation or getting a dressing down in front of politicians.

But, surely, it shouldn’t require a reputation crisis to instigate action that protects the most valuable intangible asset on the balance sheet. Equally, reputation damage should be considered more than just a mere “marketing mishap”.

Among the 2012 examples in Marketing Magazine’s top 10 marketing mishaps round-up, several of them present problems that run far deeper than giving the marketing director sleepless nights. Starbucks’ tax revelations resulted in the company making a larger, one-off payment than the corporation tax it was actually due to pay, such is the shock to the corporate system that attends a major and well-publicised reputation blunder.

The timing of Starbucks’ tax affairs exposure – and that of other companies including Amazon, Facebook and Google – couldn’t have been worse, as the UK deals with on-going economic austerity. As journalist Seamus Milne commented, “Companies that are milking the country at the expense of the majority are especially vulnerable to brand damage. Forcing them to pay up is a matter of both social justice and economic necessity.”

What with HSBC’s money laundering travails, the fiasco and expense of G4S’ Olympic personnel shortfall and the sheer brass neck involved in Barclays Bank’s rigging of the Libor interbank lending rate, what has gone wrong with corporate governance? Is business less about building a long-term reputation and more about  the short term tactic of “what can we get away with”?

Business journalist, Simon Caulkin, blames the Chicago school of economics which, he says, “put at the heart of governance a reductive ‘economic man’ view of human nature needing to be bribed or whipped to do their exclusive job of maximising shareholder returns.” And the net result of this, he claims, has been “downtrodden and outsourced workers, mis-sold-to customers, exploited suppliers and underpowered innovation”.

Caulkin calls upon the eminent Peter Drucker in summing up what he thinks justifies the pursuit of business from his 1954 book, The Practice of Management: “Free enterprise cannot be justified as being good for business. It can be justified only as being good for society”.

In an attempt to reconcile what some companies may see as the unrelated ambitions of philanthropy and making profit, what reputation resolutions should they be making this year?

  • Ask yourself – who or what is the living, breathing conscience of your organisation? The CEO tends to carry the bulk of expectation when it comes to embodying and protecting corporate reputation. But should there be others specified and empowered to monitor your reputation radar, both internally and externally, and given the freedom and licence to call out bad practice or behaviour incompatible with a sound reputation.

  • Keep your friends close and your enemies closer…you don’t have to like your detractors, but it can help to empathise with them and their position about your company. Don’t give them the ability to accuse you of not listening.

  • How well do you know what your staff think and feel about working for your business? When was the last time you asked them? The way they feel – and how that’s transmitted to your customers, suppliers or other stakeholders – puts your company reputation firmly in their hands.

  • What does your market make of you? When did you last take the time to seek out some home truths from your customers and confront the most unpalatable facts about your business?

  • How widely are you listening? Beyond the more obvious places where your company might be mentioned and your reputation affected – such as in the mainstream media – there is a world of online chatter that, though beyond your control, is not beyond your influence.

  • How well-prepared are you for a reputation crisis? Complex planning documents may well end up collecting dust on a shelf, but that doesn’t mean a core group of decision makers and communicators within your organisation, plus an external consultancy if you have one, shouldn’t have a crisis plan in place for when the worst happens. Reputation strategist, Leslie Gaines-Ross emphasises the importance of a CEO in a crisis.

  • How much do you value the power of the apology? After a major mess-up, exhibiting arrogance, disregard or just inaction are reputation Kryptonite whereas eating humble pie early on, along with having a clear, demonstrable plan of action for rectifying your mistakes, are essential.

  • How well are you managing your Corporate Social Responsibility (CSR) efforts? According to the Reputation InstituteA five point increase in a CSR rating would result in a 9.1% rise in the number of people who would definitely recommend a company. There is real money in improving reputation through CSR, but companies are failing to leverage this. 


Leaving the penultimate paragraph to the words of Simon Caulkin:

“The irony is that we know what makes companies prosper in the long term. They manage themselves as whole systems, look after their people, use targets and incentives with extreme caution, keep pay differentials narrow (we really are in this together) and treat profits as the score rather than the game. And it’s a given that in the long term companies can’t thrive unless they have society’s interests at heart along with their own.”

Here’s to a Happy, and reputable, New Year!

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Football’s lost reputation

Thursday, October 11th, 2012 by Mark Perry


It seems every day that football’s reputation is afflicted by one controversy or other – tweeting, accusations of racism, diving and even the England manager discussing team selection to strangers on the tube.

While, on one hand, the clubs seem to be all-controlling in their dealings with the media by limiting access to players and managers or even banning journalists from press conferences because of something they may have written, there are occasions when it seems that issues are not closed down.

As an industry which is under the media spotlight 24 hours a day, seven days a week I cannot help but feel that the sport is in need of some reputation management.

Liverpool belatedly admitted earlier this year that their handling of the ‘Luis Suarez affair’ was not as effective as it could have been and there has been relative silence from Chelsea in response to last week’s infamous Ashley Cole tweet about his thoughts on the FA.

If a football club was a corporation that was in crisis management mode there would be calls for immediate action. It just seems that in football things are left to fester while there is a chipping away of the hard-won club brand.

It may be time for clubs to see themselves just as any other company would and manage their reputation with their different stakeholders and ensure that any indiscretions of their employees – the players – don’t cause long time damage.

About Mark Perry

Mark has more than 25 years’ experience in PR and corporate communications. He is a founding director of B2B consultancy Melville PR.

Reputation matters for business growth

Thursday, July 12th, 2012 by Jon Clements

How much does corporate reputation matter to business growth today, when most eyes are trained on the double dip recession, the fate of the Eurozone and burgeoning Asian economic power?

Well, it matters plenty, according to business leaders at today’s Insider Growth Through Leadership breakfast in Manchester.

To guarantee a business that grows rather than contracts, having a sound strategy, the right people to implement it, money in the bank (or, maybe more safely these days, under the mattress) and a healthy dose of optimism are all essential. But the value of a good reputation is not to be sniffed at either.

On the Insider panel, Bryan Bodek, CEO of Airline Services noted that a good reputation – embodied by his company’s brand – was powerful enough to persuade customers to pay a 5% premium for services, knowing they could implicitly rely on his company. Mark Buchanan, commercial director at Eco Environments spoke of “never leaving an unhappy customer” even if loss-making for the company, delivering on promises and being aware that the social media revolution leaves bad companies with nowhere to hide from client criticism.

These are wise words from growing companies, expressing sentiments that are sometimes grasped by senior and highly experienced business leaders – such as Bob Diamond and Rupert Murdoch – only in retrospect.

According to a 2008 reputation report from Coutts, there’s a Japanese proverb that says: “the reputation of a thousand years may be determined by the conduct of one hour.”

Which is why protecting your corporate reputation is a full-time job. Including weekends.

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Social media lifted from the sandbox

Wednesday, June 27th, 2012 by Jon Clements

The days of social media activity residing alone in an organisation – enshrined in mystery like some sort of digital Pandora’s Box – should be numbered if not over altogether.

As John Gordon of New York’s Fenton Communications put it memorably in yesterday’s Social Media Today webinar: What are the metrics that matter in social media, “Social media should not be playing in its own sandbox”.

Gordon emphasised that any social media activity should fall in line with overall organisational goals. In other words, mixing the “yellow” of social media goals and blue of organisational goals should make the “green” of integrated goals; any other colour signifies potential chaos.

This is helpful especially when an unexpected event arises and an organisation’s response needs to be centred, consistent, coherent and in keeping with its corporate purpose. Such an event put the US organisation, Planned Parenthood’s social media approach to the test.

The provider of reproductive healthcare was faced with the withdrawal of breast screening funds from the Susan G.Koman for the Cure cancer foundation, following pressure from anti-abortion groups.

Heather Holdridge , director of digital strategy at Planned Parenthood, described the ensuing campaign, using Twitter and Facebook to inform its audiences of the cancer charity’s decision. The story went, literally, viral through social media channels, resulting in a user-generated Tumblr blog featuring women’s stories of how Planned Parenthood had helped them. Social media drove the debate for two days – during which time Planned Parenthood’s messages were consistent – and ended with Komen reversing its decision to cut funding.

John Gordon added: “Komen thought it could direct messages downwards but didn’t recognise people were going to respond in the way they did and didn’t have the channels or the relationships to respond.”

Fenton neatly sums up Planned Parenthood’s social media strategy as “See, Say, Feel, Do”:


Who is your audience?

Where are they?

What do you want them to do?

What do they want from you?


Messages, stories and insights that can be shared online quickly.


User comments, Twitter re-tweets personalised – described as the “gold dust  created when people have internalised and endorsed your message through their own voice. It needs the right content to elicit that effect, such as the Tumblr blog in the Planned Parenthood example.


The actions your users take as a result of the above.

Such a (deceptively) simple approach is worth adding to the overall debate around meaningful social media measurement, not least the work done recently by AMEC.

Ultimately, the artificial line that may have existed between digital communications activity and everything else in an organisation can’t be allowed to persist. Never mind playing in its own sandbox; digital needs lifting from the sandbox to play with everyone else.

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

North West has good neighbours in the BBC

Friday, June 1st, 2012 by Gemma Ellis

In 2011 the BBC relocated all of its staff from Oxford Road in Manchester and a significant chunk of its workforce at White City in London to Media City, Salford Quays.

One year on, Staniforth was invited to see how its neighbours were settling in.

The fanfare of publicity surrounding the move – both good and bad – could not be easily ignored, so we were keen to see if the scaremongers had any ground in their criticisms. We’re pleased to report that the corporation is functioning very well at its new location in the North West, thank you.

News editor, Fiona Steggles led Staniforth on a tour of the BBC’s impressive premises and was able to shed light into how the set-up at Media City better suits the news process. Being a public service broadcaster, the BBC continually looks to provide the best possible programmes to consumers and this is evident at Media City.

The purpose-built studios mean that newsrooms, production suites and recording studios sit neatly together, making for a more efficient operation, while cross skills training and easy availability of state-of-the-art equipment means many reporters can and do self-shoot, present and edit their own bulletins.

The newsroom itself is designed to be a hub of creativity. An expansive floor plan allows easy integration between flagship programmes BBC Breakfast, North West Tonight and The Politics Show, as well as sports and Radio 5 Live. News sharing is fluid and this ensures that a story is placed where it fits best.

BBC Breakfast has really made itself at home since its first broadcast from Salford Quays in April and has not, as detractors cried, suffered from a dearth of high calibre guests in relocating, having played host to Young Musician of 2012 Laura van der Heijden, actor Will Smith and gold medallists Darren Campbell and Ellie Simmonds in recent weeks.

For PROs, opportunities for spokespeople who are locally based, flexible and able to provide relevant and impartial commentary do exist and this can be a good platform to help with interview guests. In the past the BBC has drawn on the expertise of academics from Manchester University and some of the country’s leading law firms, doctors and politicians who have their base in the North West.

As a national broadcaster, it’s important that the BBC represents the whole of the UK, its regions and diverse communities and the move northwards is certainly allowing them to do this.

Corporate reputations on the rocks?

Monday, April 30th, 2012 by Jon Clements

For all the talk in PR circles about the value of corporate reputation – and reputation in public life – there’s been precious little concern shown for it in a host of recent events.

News Corporation chairman, Rupert Murdoch’s appearance at the Leveson Inquiry into media standards, the Prime Minister, David Cameron, and Culture Minister, Jeremy Hunt’s response to the BSkyB email revelations, Chancellor George Osborne’s handling of the economy, Barclays Bank’s attitude to executive pay and the Bahrain Grand Prix – the list goes on.

First, Murdoch: compared to his mostly defiant appearance before the Parliamentary Select Committee investigating phone hacking at News International, his performance at Leveson was sparkling. Who would have imagined hearing Rupert Murdoch say “I failed”? However, when the well-rehearsed mask slipped, the full-blown ugliness of his attitude towards any outside challenge was revealed. What could have been an opportunity to rebuild, or salvage, some remnant of reputation for himself and his organisation was jettisoned. And this could, as Reuters suggests, compound his problems with the Parliamentary Select Committee’s report into phone hacking, out this week.

Taking the Government’s current predicament as a whole, there appears to be too great a willingness to reach for the smoke screen. Shielding Jeremy Hunt behind the running order of the Leveson Inquiry just makes him look guilty as hell for mismanaging his and his special adviser’s relationship with BSkyB. Want to protect your ministerial reputation? then get on with an investigation and be transparent. And on the economy, George Osborne is sticking doggedly to a plan that is not only being roundly rubbished for its incompetence but has reversed the country into recession part 2. But, instead of acknowledging its own poor fiscal decisions, the Government resorts to blaming its preferred punching bag, Gordon Brown.

For Barclays Bank, it’s taken shareholders anger for the reputation card to be played, with a third refusing to back the company’s executive remuneration report, citing the effect of colossal pay deals on the bank’s reputation. Meanwhile the decision to progress with the recent Bahrain F1 Grand Prix carries a reputation risk for its sponsors, according to risk management consultants Maplecroft, Torbjorn Soltvedt, noting  a “risk of indirect complicity for sponsors and organisers in human rights violations carried out by state security forces.”

So, what price reputation? At this rate, it will be consigned to the bargain bin of corporate concerns.

But does it matter? Not so, according to The Economist’s Schumpeter, which takes a swipe at what it calls the “reputation management industry”:

BP’s expensive “beyond petroleum” branding campaign did nothing to deflect the jeers after the oil spill in the Gulf of Mexico. Brit Insurance’s sponsorship of England’s cricket teams has won it brownie points in the short term, but may not really be the best way to build a resilient business. Many successful companies, such as Amazon, Costco, Southwest Airlines and Zappos, have been notable for their intense focus on their core businesses, not for their fancy marketing. If you do your job well, customers will say nice things about you and your products.

Branding? Sponsorship? Fancy marketing? Schumpeter’s own central conceit is undone by its own misunderstanding of what reputation management is. Little wonder some corporate and top flight political attitudes to reputation are, proverbially speaking, all over the show.

Maybe, if the purpose of commerce and politics was solely to be successful and retain power, Schumpeter would be right. But aren’t there broader responsibilities to society  for companies and our elected representatives?

As Dr. Charles J. Fombrun, founder & Chairman of the Reputation Institute says in response to the Economist’s article: “In the short run… it’s true that many companies can and will prosper without directly focusing on building reputation. But these companies are also likely candidates for going awry in the long run because lax practices mean they stockpile huge risks that later prove costly to mitigate (consider, for instance, the tobacco industry’s current payouts and regulation). Lacking a solid reputation, many of these companies also fail to take advantage of the opportunities they have to outperform rivals along the way.”

If those in society’s highest places are treating their reputations with the level of derision currently demonstrated, what does that mean for the value of reputation more generally?  Surely, the bargain bin isn’t where it belongs?



About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Edelman’s trust barometer under pressure

Monday, January 23rd, 2012 by Jon Clements

Is international PR agency, Edelman’s annual trust barometer to be trusted?

Or, more to the point, can a PR firm that opts to work with News International be trusted on the subject of “trust”? This is the stance that influential MP and Murdoch-mitherer, Tom Watson, asserted on Twitter this morning – on the day Edelman launched its 12th annual trust and credibility survey.

Watson’s challenge to Edelman led to this exchange with its EMEA CEO, Robert Phillips:

Which led to Phillip’s response (large type) and Watson’s accusation (small type), based on Edelman’s News International connection:

And Phillips’ somewhat indignant plea to Watson:

And a final volley from Watson in return:

So, is Watson right? Is handling PR for News International to be treated as a similarly unethical assignment as – say – representing repressive regimes? And does it destroy your credibility as a communications business?

Only Edelman and NI knows how the conversation went when the deal was being struck, but Watson’s suggestion that working for NI is de facto unethical – ergo Edelman is unethical – is too simplistic and no doubt reflects his own visceral feelings towards Murdoch and co.

If a fly on the wall in the Edelman/NI negotiations told us that the job briefed by the client was to “get us off the hook, spin it any way you want to, but don’t tell us how to run our business,” then Edelman would have to ask itself if this was a gig it wanted.

However, if that same fly reported that the client acknowledged the mess it had made, was willing to make amends to the victims and was committed to a thorough overhaul of its business practices and culture for its own survival and the public good, that’s a different story.

Just as most offenders get the chance to rehabilitate themselves, so companies and organisations deserve the opportunity to put the past behind them and build a new, responsible and ethical paradigm. And if a PR firm is part of a genuine and concerted effort on the part of that company to demonstrate its contrition and willingness to change, then why not? After all, creating good will and understanding among its publics are laudable aims for a company and its PR advisers. According to political commentators Watson, himself, is not averse to the use of PR consultancy.

Tom Watson is not alone in being appalled and disgusted by the endemic corruption and wrongdoing we now know existed in News International. But once the punishment has been handed out, is there no room for second chances?



About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''